Nijs - 2015

RE:InventingValue Creation‘the Emergent Way’

1

Dr. Diane Nijs

Imagineering

woensdag 24 juni 15

Nijs - 2015

Professor Imagineering and Business Design Director/Owner Attract, Imagineering Company PhD Business Management, RUGroningen Organisation Innovation – Systems Innovation

2

woensdag 24 juni 15

Nijs - 2015

Test : Profile of the Audience

Z

3

woensdag 24 juni 15

Nijs - 2015

Test : Profile of the Audience

Intellectuals

Z

3

woensdag 24 juni 15

Nijs - 2015

Test : Profile of the Audience

Intellectuals

Born Leaders

Z

3

woensdag 24 juni 15

Nijs - 2015

Test : Profile of the Audience

Intellectuals

Born Leaders

S - B - D - R&R

Z

3

woensdag 24 juni 15

Nijs - 2015

Een andere test

4

woensdag 24 juni 15

Nijs - 2015

Een andere test Wie werkt er bij een bedrijf met –

4

woensdag 24 juni 15

Nijs - 2015

Een andere test Wie werkt er bij een bedrijf met – - meer dan 1000 werknemers?

4

woensdag 24 juni 15

Nijs - 2015

Een andere test Wie werkt er bij een bedrijf met – - meer dan 1000 werknemers?- Meer dan 100?

4

woensdag 24 juni 15

Nijs - 2015

Een andere test Wie werkt er bij een bedrijf met – - meer dan 1000 werknemers?- Meer dan 100?- Meer dan 10?

4

woensdag 24 juni 15

Nijs - 2015

Een andere test Wie werkt er bij een bedrijf met – - meer dan 1000 werknemers?- Meer dan 100?- Meer dan 10?- Meer dan 1?

4

woensdag 24 juni 15

Nijs - 2015 5

ImagineeringInventing New Realities Together

by1. Designing a ‘generative image’ (‘High Concept’ – Narrative mode)2. Translating it in all processes as to evoke collective creative

action3. Managing the ‘Emerging Processes’

woensdag 24 juni 15

Nijs - 2015 6

woensdag 24 juni 15

Nijs - 2015

RE:Inventthe Future Together

7

Why ?

woensdag 24 juni 15

Nijs - 2015 8

Cities are growing faster than ever +Life is becoming faster than ever and more ‘complex’

Comes with its challenges

woensdag 24 juni 15

Nijs - 2015 9

woensdag 24 juni 15

Nijs - 2015 9

Less predictable,More ‘shape-able’

woensdag 24 juni 15

Nijs - 2015 9

Less predictable,More ‘shape-able’

Reframing roles, relationships and responsibilities.

woensdag 24 juni 15

Nijs - 2015 9

Less predictable,More ‘shape-able’

Reframing roles, relationships and responsibilities.

More fast, adaptive, decision making needed

in context, by many stakeholders

woensdag 24 juni 15

Nijs - 2015

‘A big transition’, a turning point

Jan Rotmans, professor Transition Science , Erasmus U. Rotterdam We are at a turning point in society. The world turns upside down… “3 on 5 big existing companies…won’t make it.”

In times of growing complexity, you need to be faster, more flexible and collectively creative.

10

woensdag 24 juni 15

Nijs - 2015 11

Taxi’s

Hotels

Retail

Media

…in every industry, new players are innovating the whole system.

woensdag 24 juni 15

Nijs - 2015 11

Taxi’s

Hotels

Retail

Media

…in every industry, new players are innovating the whole system.

Digital isn’t software or technology. It’s a mind-set. It’s about another OPERATING LOGIC..

woensdag 24 juni 15

Nijs - 2015 11

Taxi’s

Hotels

Retail

Media

…in every industry, new players are innovating the whole system.

Digital isn’t software or technology. It’s a mind-set. It’s about another OPERATING LOGIC.. Public services absorb 20% of GDP, a figure that is still growing. We have to innovate them too and this is not just about technology, not just about the ‘back office’ administrative task, not just about increasing efficiency and productivity! This is not just about ‘CUSTOMER FOCUS’. THIS IS A TREMENDOUS OPPORTUNITY FOR GOV!

woensdag 24 juni 15

Nijs - 2015 12

Statement – Interactive question on ‘LEADING CHANGE”:

Growing connectivity improves our chances to lead change in a more effective way.

woensdag 24 juni 15

Nijs - 2015 13

woensdag 24 juni 15

Nijs - 2015 14

Our Language, our existing metaphorical images, constrain our perception.

Design your language that people start to see anew …

Make them see how they can ‘act different’ … collectively!

Therefore make it more meaningful, appealing, more open: Purpose- instead of profit-orientation.

Articulate it in a ‘simple rule-of-the-new-game’ – in the NARRATIVE MODE (heuristic and holistic property, cutting across silo’s)

And take care that also ‘the-world-out-there’ is informed … can co-evolve with you.

woensdag 24 juni 15

Nijs - 2015 15

The Devil Challenges

woensdag 24 juni 15

Nijs - 2015

What is in it for Cities?From origin, cities are places that facilitate interaction. At the moment the institutional view that reduces urban innovation to a repetitive formula (smart city, ‘science park + cultural quarter’….), strategy documents and organograms, is often still dominant. The ‘official future’.

What is needed: finding a way to harness the mass imagination and energy of the people who live in cities and giving them the chance to be the authors of their own lives. Participatory practices are possible and essential. We should take care of this potential … to make it structural and sustainable.

16

woensdag 24 juni 15

Nijs - 2015

RE:Inventthe Future Together

‘the EMERGENT WAY’

17

What are we talking about right now?

woensdag 24 juni 15

Nijs - 2015ComplexComplicated

18

woensdag 24 juni 15

Nijs - 2015ComplexComplicated

2011, IBM

Wake Up Call

Complexity is not only increasing, it is accelerating.

Organizations are not equipped to deal with complexity.

18

woensdag 24 juni 15

Nijs - 2015

Business LogicEnterprise Logic

We need new mental models.We need to ‘reset’ our brains.

19

woensdag 24 juni 15

Nijs - 2015

Strategy

change

20

woensdag 24 juni 15

Nijs - 2015

CENTRALIZED INTELLIGENCE DISTRIBUTED INTELLIGENCE

21

Logic of Decentralization

woensdag 24 juni 15

Nijs - 2015

One small act...

22

woensdag 24 juni 15

Nijs - 2015

Conventional, linear logic meets nonlinear phenomena.

Haren (NL), 2012

23Managers in all industries search urgently for new practices, principles, design methods. ex. Pattern Language in Architecture (Alexander)

woensdag 24 juni 15

Nijs - 2015 24

woensdag 24 juni 15

Nijs - 2015

‘Agile’ in ICT• 'Agile' betekent letterlijk: behendig, lenig. In de ICT staat het voor

softwareontwikkeling in korte overzichtelijke perioden van vaak niet meer dan een maand, soms zelfs hooguit een week. Deze perioden heten 'iteraties' en zijn als het ware kleine projecten op zich zelf.

• Het ontwikkelteam werkt bij Agile ontwikkeling onderling zeer intensief samen, communiceert persoonlijk met elkaar en veel met andere belanghebbenden in het project. Het team probeert aan het einde van iedere iteratie vrijwel altijd iets bruikbaars op te leveren. Na iedere iteratie heroverwegen de ontwikkelaars de projectprioriteiten.

252011, Pelrine, On Understanding Software Agility

woensdag 24 juni 15

Nijs - 2015

Puzzle ‘Complexity’

A at equal distance from B and GB … A and H H … B and AC … D and I I …. G and LD … A and J J … K and BE … F and K K … A and BF … B and L L … I and JG …F and M M …F and A

26

woensdag 24 juni 15

Nijs - 2015

Who needs leaders? About the new role of leaders

https://www.youtube.com/watch?v=41QKeKQ2O3E27

woensdag 24 juni 15

Nijs - 2015

They not only help in understanding reality but they also create the similarities.

A good (well designed) metaphor can change the world.F.ex.: sustainable development ; ‘Not-invented-here’ Award Peace Parks a masterclass or an expedition; Experiment: Pensioen of Life-Time-money… Organizations are not

28

Metaphors - Mental ModelsConceptual metaphors structure our reality,and they are fundamentally groundedin our sensory-motor experience.

It are the WINDOWS of our mind.

Lackoff and Johnson, 2003

woensdag 24 juni 15

Nijs - 2015

Twee complementaire, wetenschappelijke lenzen

The good news: Living systems ‘change’ differently:they transform, they start to grow in another direction.

Industrial, mechanic Logic Logic of Living Systems

29

woensdag 24 juni 15

Nijs - 2015

Central Principles

30

Open systemCo-evolution

EmergenceFluctuation

Self-Ordering

Butterfly-Effects

Change is a matter of starting to grow

in another direction

Simple Rules

UNPREDICTABLE, UNPROPORTIONAL

woensdag 24 juni 15

Nijs - 2015

early warning provided by multiple eyes is important

Sometimes, collectives can do a better job.

31

woensdag 24 juni 15

Nijs - 2015

The behavior of the whole, the behavior of the entire system is not just the sum of all the individual actors, collectively they get a new function.

The principal benefits are safety, defense against predators, and increased foraging efficiency.

Sometimes, collectives can do a better job.

32

woensdag 24 juni 15

Nijs - 2015

Sometimes, collectives can do a ‘better’ job.

They allow for functioning better in more complex circumstances.

33

woensdag 24 juni 15

Nijs - 201534

Different logic

Newtonian, linear logic Non-linear dynamical logic

Rationalist, reductionist, determinstic, clockwork order

Small causes produce small effects

Large causes (initial conditions) have large effects

Predictability, Causality, LinearityStability, Continuity, Objectivity…

Change is a matter of blueprints, rolling-out, controlling …

Indeterminism, dynamical, changing, non-linear phenomena, discontinuity

Small changes in initial coditions can produce massive and unpredictable changes in outcome

Very similar conditions can produce very dissimilar outcomes

Unpredictability, irregularity, diversity, turbulence, irreversible transformation

Change is a matter of starting to grow in another direction

woensdag 24 juni 15

Nijs - 2015

2 complementary operating

35

Conventional Operating Logic

Top-Down

Planning and controlling

‘One’ decides

Blue-print

Complex Operating Logic

EMERGING PROCESSES

Becoming better with every interaction

(ex. Amazon)

Bottom-up, ‘seeding’

meaningful PURPOSE

Platform

Value creation ‘the emergent way’

woensdag 24 juni 15

Nijs - 2015

Reframe your identityin the narrative mode… BETEKENIS!

Continuous business modelling!

36

woensdag 24 juni 15

Nijs - 2015

Centralized, Conventional Operating Logic

Aspects Complex Operating Logic of Decentralization

Closed system – Sequential (chain-logic)

Participants Open System – Simultaneous (network-logic) - Becoming SMARTER with every interactionProfit – Share Holder Value

Or Non-profit

‘Consumption’

PURPOSE Generative Stakeholder V.C ‘Shared Value Creation’

‘Meaning for Society’Built to last Individual company in control

Platform Build to evolve Enabling the world to build with you

Logico-scientific ModeNames such as Philips, Unilever, KLM

PoetryThinking Mode (Bruner)

Narrative Mode – Names such asBlaBla Car, Facebook, e-Bay, Google…

Hierarchical – Competing People All ‘Makers’ instead of ‘Managers’ Continuous Learning

Perfection Product Experimenting fast – Self-Learning

Reducing risk – Equilibrium Solution Thinking and acting TOP-DOWN FIXING

ProcessesExperimenting fast – Dynamics Evolution Thinking and Acting EMERGING PROCESSES

FROM TO

37

woensdag 24 juni 15

Nijs - 2015

Een voorbeeld

38

woensdag 24 juni 15

Nijs - 2015Small interventions can emerge… into something big.

https://www.youtube.com/watch?v=_8nTfVthkdw https://www.youtube.com/watch?v=NK-T_t166TY

3.000.000 keer bekeken15.000.000 keer bekeken

…….22.000 medewerkers

die reframen….

39

woensdag 24 juni 15

Nijs - 2015

Impact* - Systemic Innovation!

Ander kosten-plaatje: marketing, research, creativity…

Exposure: + 15.000.000 views soon and on the longer term…

Proudness employees + stimulating creativity employees

Strengthening strategic choice of ‘Journeys of Inspiration’

Other agents (such as Disney) will start to think: What’s in it for me…

The Dutch ‘as we know them’ are ‘back’ in airline business

Please read the comments on this movies on youtube

• KLM-Disney Planes and KLM Lost and Found Are JUST 2 creative interpretations of ‘Journeys of Inspiration’.

40

woensdag 24 juni 15

Nijs - 2015

• Empower your creatives: Give them control over every stage of idea development;

• Create a peer culture: Encourage people throughout the company to help each other produce their best work;

• Free up communication: Give everyone the freedom to communicate with anyone else without having to ask permission;

• Craft a learning environment: reinforce the fact that everyone is learning all the time and that it is fun to learn together;

• Get more out of post-mortems: Even while most people prefer to talk about what went well instead of talking about what went wrong and even while most people like to move on after investing intensive time on a project, it is important to structure post-mortems as to stimulate discussion.

41

Harvard Business Review, 2004

woensdag 24 juni 15

Nijs - 2015 42

A CES organisation• Facilitates emergence• Encourages self-organisation• Explores its possibilities• Facilitates co-evoution• Understands about degrees of connectivity and interdependence• Appreciates its distributed intellectual capital• Fosters a collabrative culture• Creates variability – large repertoire of responses• …• Facilitates the emergence of new order:• - New ways of working and relating• - New organisaional froms• - Generation & sharing of knowledge

• Mitleton, 2004.

woensdag 24 juni 15

Nijs - 2015 43

Essential principles for introducing a complexity-based change process

1. Use the butterfly effect2. Oranize a flow of information and ideas from other organizations –

even other sectors3. Job-rotation4. Participation workshops5. Leave behind command and control tendencies6. Workshops envisioning the future7. Self-organizing projects8. Use facilitators9. Create the right environment10. Change happens on the energy and interests of people11. The right set of organizational beliefs and behaviours12. It is not easy to readily understand complexity science…

McMillan, 2008:187.

woensdag 24 juni 15

Nijs - 2015

What is in it for cities?Cities are ideally suited platforms to support and nourish this new growth pattern because of two key qualities: Proximity and diversity. “The emerging pattern of innovation in cities is then an open and distributed one rather than a ‘pipeline’. Instead of an elite activity occurring only in special places, it needs to involve many players and to take root in diverse clusters of places and spaces.” (Mean in Parker (Demos), 2007).

Enabling active citizenship. Enabling the human and neighbourhood dimension of innovation which gives people a sense of agency, the feeling that they can positively shape the world around them. An evolution from ‘customers’ to ‘citizens’.

44

woensdag 24 juni 15

Nijs - 2015

Becoming an ‘Inspiring and Enabling City’ has implications

• NOT politics and business as usual … and this agenda is here to stay.

• Logic 2.0 asks for a REAL shift in power and for other competencies (more than other spaces) such as

– Appreciative Inquiry– Systems Thinking– Design Thinking– Narrative Thinking– Complexity Thinking

… is more about managing words (mental models) than it is about managing people!

Seeing inhabitants as creators of innovation, as equal partners in a collective process.

45

woensdag 24 juni 15

Nijs - 2015

RE:Inventthe Future Together

46

How can we unlock this ‘emergent’ logic?

woensdag 24 juni 15

Nijs - 2015

Het gebeurt niet vaak. Maar soms wel.Dan verandert het spel en de spelers.

From OS 1968

Dan kan je het spel wel blijven spelen zoals je dat gewend bent

maar je bent gewoon minder effectief.

47

woensdag 24 juni 15

Nijs - 2015

Imagineering* design proces

48* Framing and re-framing to RE:invent the future together

woensdag 24 juni 15

Nijs - 2015

Het imagineering design proces• INSPIRATION: Discovering relevant stakeholder value –

‘generativity’– A-nalyse: Zoeken naar de generatieve kracht van de organisatie

STAKE-HOLDER VALUE – BETEKENIS VOOR DE SAMENLEVING

– B-rooden: Systeemdenken: Welke organisaties werken aan dat betekenisveld – kan co-creatie zinvol gebeuren in dit veld?

• IDEATION: Articulating it in the narrative mode in the identity– C-reeer een visie: Wat kan de organisatie betekenen in dit

betekenisveld – Core competency– D-esign het mantra zodat de individuele actor zich aangesproken voelt om

tot actie pover te gaan

• IMPLEMENTATION: Managing the dynamics of emergence– E-xperience platform, touchpoints en experience design– F-ollow-up: Managing the dynamics of emerging processes

49

woensdag 24 juni 15

Nijs - 2015

The abandoned shopping street

‘FIXING’ the Street or

RE-FRAMING Mindsof ALL stakeholders involved

Making Stuffor

Making Sense

Innovating the infrastructure

or Re-inventing the system?

50

woensdag 24 juni 15

Nijs - 2015 51

woensdag 24 juni 15

Nijs - 2015

Evoking Collective Creativity

The narrative mode

- heuristic- holistic

properties

52

woensdag 24 juni 15

Nijs - 2015 53

woensdag 24 juni 15

Nijs - 2015 54

Statement – Interactive question on ‘LEADING CHANGE”:

Growing connectivity improves our chances to lead change in a more effective way.

woensdag 24 juni 15

Nijs - 2015

Thank Youfor your attention!

Slides on www.DianeNijs.com55

Imagineering is a design approach to cope with complex issues ‘the emergent way’.

woensdag 24 juni 15